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How information systems improves decision making in the organization

...... According to Hong & Kim, Correlation analysis was used for testing the base relationship between organizational fit of ERP and ERP implementation success. (p. 33) This is true to the extent that 24% of all cases in which implementation success was apparent could be attributed directly to the causality of organizational fit
In a further breakdown of correlative relationships, researchers used what they referred to as a correlative-activity matrix. Through this device, researchers sought to distill relationships between implementation success and the three moderators referred to in the methodology section. This yielded useful information on the conditions which appear to bear a positively proportional relationship with implementation failure. In variable-to-variable analysis, researchers were able to determine that the need for ERP adaptation bore a high relationship with implementation failure as well as with the presence of initially poor organizational fit of the ERP system in question. Such is to indicate that where it became necessary for project participants to significantly alter the functionality of ERP software in order to achieve compliance with company goals it would also ultimately be necessary to deem implementation unsuccessful. Given the establishment of a correlation between ERP adaptation and both implementation success and organizational